CAN YOU DO THIS FOR ME DUE 10102019The RepliesYou wi.docx

CAN YOU DO THIS FOR ME DUE 10/10/2019
The Replies
You will be required to write substantive replies to a minimum
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REPLY 1
Renee McCormick
BUSI 650
Liberty University
Discussion Board: Cross Docking
Cross-docking is an efficient use of coordination between
incoming and outgoing shipments of products through
distribution centers (Tootkaleh, Ghomi, & Sajadieh, 2016).
Warehouses typically are used for receiving, storage, order
picking, and shipping (Motaghedi-Larijani & Aminnayeri,
2017). The act of cross-docking removes storage and order
picking as it is taking a shipment from the incoming truck and
moving it directly to the outgoing truck almost immediately.
This dance between trucks reduces the costs of holding
inventory and increases product turnover. Using the cross-
dock concept has shown to reduce production costs with the
reduction of overhead and transportation costs consuming 30%
of the price (Tootkaleh, Ghomi, & Sajadieh, 2016). The
consolidation of shipments also allows full truckloads to be
shipped out reducing the number of partially empty trucks on
the roadways.

The selection of this key concept is of professional curiosity.
After observing its effectiveness first hand during a tour of the
Lowes distribution center, the cross-docking concept should
have been considered as process improvement for my previous
employer. Multiple shipments of special make-ups going
directly to big box companies would sit waiting for their time
to ship and potentially miss their shipment window due to poor
coordination.
Comparison
There are several different cross-dock coordination
models based upon the needs of a company and their supply
chain. Tootkaleh, Ghomi & Sajadieh (2016) conducted a
survey to compare several different versions and found the best
structure is the product substitution allowance. Substituting
products on the outbound truck allowed full shipments to the
stores without delays. The original products would sit in
holding and go in the next shipment.
Motaghedi-Larijani and Ainnayeri (2017) found a gap
in research as many studies do not take into effect the waiting
time of the outbound truck. This detail is important for their
study using cross-docking methods to improve fruit and
vegetable distribution in Tehran, Iran. If an outbound truck is
waiting for multiple incoming shipments, the time and costs
must be considered especially with perishable items. Bergham
& Leus (2015) also found the use of a parking lot allows a
buffer zone for coordinating trailers without truck drivers
waiting to leave to minimize personnel costs.
Another gap in research specific to transportation
reliability was addressed by Amini and Tavakkoli-Moghaddam
(2016). Companies using cross-docking re dependent on the
timing of shipments, yet trucks do tend to break down. The

authors study the potential effect of truck breakdown on the
cross-dock coordination as this is an inevitable reality that
must be taken into account for planning shipments.
Article Summary
Cross-docking may not be an immediate move from one truck
to another truck. Zaerpour, Yu, & de Koster (2015) review the
benefits of using limited storage on a temporary basis to
maximize truck loads. The goal is to minimize product
retrieval time and quickly load outgoing trucks to maximize
shipments. For fresh produce and perishables, the study
recommends different working shifts to minimize the storage of
products. This is accomplishment by bringing in the freshly
harvested item in the afternoon or evening, coordinating the
shipment and storing to ship out in the morning.
Storage can be a premium at many distribution centers.
Zaerpour, Yu, & de Koster (2015) recommend using a compact
automated storage system to reduce the necessary short-term
storage area. One downside would be how deep the storage can
be and require multiple reshuffles during the day as shipments
are packed. To avoid this constant shuffle, shared storage of
different products in the same lane would work with much
product tracking. There is a point that with cross-docking, the
outbound truck timing is known and will help avoid multiple
reshuffles of product.
Biblical Integration
Cross-docking provides efficiency for a corporation with their
supply chain management. The Bible speaks to being efficient
with our work. Ephesians 5:15-16 gives a warning stating
“look carefully then how you walk, not as unwise but as wise,
making the best use of the time, because the days are evil”
(ESV). The book of Proverbs continues with a warning that of

“the plans of the diligent led surely to abundance, but everyone
who is hasty comes only to poverty” (Proverbs 21:5, ESV). The
coordination of cross-docking must be precise to maximize the
benefits and cannot be thrown together.
Application
The concept of cross-docking is most applicable to companies
shipping to various locations on a continuous basis. Many
large corporations have mastered the cross-docking task,
including Walmart, Lowes, and other big-box retailers.
Smaller businesses with continuous shipments should consider
applying cross-docking to their continuous orders in the effort
to reduce overhead costs and move inventory quickly to profit.
Cross-docking is the best fit when there are stable demand
rates, large volume of items, and low stock-out costs (Amini &
Tavakkoli-Moghaddam, 2016). Coordination is key to align the
incoming trucks with outgoing trucks, but it is possible as
corporations track their shipments continuously. As companies
are trying to cut down on costs to maximize profits, this is an
opportunity to consider if it fits with their business model and
product deliveries.
Annotated Bibliography
Amini, A., & Tavakkoli-Moghaddam, R. (2016). A bi-objective
truck scheduling problem in a cross-docking center with
probability of breakdown for trucks.
Computers & Industrial Engineering, 96
, 180-191. doi:https://doi.org/10.1016/j.cie.2016.03.023
Many studies of cross-docking methods forget the
transportation follies that can affect the supply chain
coordination (Amini & Tavakkoli-Moghaddam, 2016).
Vehicles do break down and need to be considered when
reviewing truck timing and delivery schedules. The authors

identify these service interruptions as accidents and/or engine
or truck part failure and propose strategies to maintain the
supply chain. These five strategies include repairing the truck
to resume work, use another truck temporarily, rent a truck
temporarily, desert the truck for an available truck, or leave the
broken truck for a new one. Each of these would work
depending on the situation.
Bergham, L., & Leus, R. (2015). Practical
Solution
s for a dock assignment problem with trailer transportation.
European Journal of Operational Research, 246
(3), 787-799. doi:https://doi.org/10.1016/j.ejor.2015.05.057
The coordination of multiple trailers using limited docking
space is addressed by Bergha and Leus (2015). A parking lot
was designated as a buffer zone between trailers, not at the
loading dock and not ready for shipment. The article reviews
the trailer movement to best address timing and costs.
Temporary storage is also addressed with either a structured
design versus random placement of the trailer storage. The
authors conclude that a random placement is better for
maximizing space than a structured placement.
Motaghedi-Larijani, A., & Aminnayeri, M. (2017). Optimizing

the admission time of outbound trucks entering a cross-dock
with uniform arrival time by considering a queuing model.
Engineering Optimization, 49
(3), 466-480. doi:10.1080/0305215X.2016.1206414
Using cross-docking coordination has reduced supply chain
costs to the fruit and vegetable distribution in Tehran, Iran
(Motaghedi-Larijani & Aminnayeri, 2017). The authors
attempt to address the amount of waiting time for outbound
trucks. Models and math equations are reviewed to compute
the outbound trucks waiting time and costs associated with this
time. This calculation will best maximize the cross-dock
concept and reduce overhead rates with trucks sitting with no
shipments.
Tootkaleh, R., Ghomi, F., & Sajadieh, S. (2016). Cross dock
scheduling with fixed outbound trucks departure times under
substitution condition.
Computers & Industrial Engineering, 92
, 50-56. doi:https://doi.org/10.1016/j.cie.2015.12.005
When a shipment is delayed, Tootkaleh, et. al (2016) found
using substitution is best to maintain truck departure times.
Scheduling is important for cross-dock use and delays can
cause chaos to the supply chain. Using a substitute product for

a delayed shipment will maintain scheduled truck departures
and limit the delay impact. Delayed shipments would be stored
for the next outbound truck. If a substitution is available, the
authors found it the best arrangement to avoid missing
shipment deadlines.
Zaerpour, N., Yu, Y., & de Koster, R. (2015). Storing fresh
produce for fast retrieval in an automated compact cross-dock
system.
Production and Operations Management, 24
(8), 1266-1284. doi:10.1111/poms.12321
Maximizing the cross-docking system with limited storage is
important for fresh produce (Zaerpour, Yu, & de Koster,
2015). The authors propose multiple working shifts to
minimize the time between the produce is harvested when it
reaches the customer. Using a compact automated storage
system is proposed to reduce the necessary short-term storage
area.
REPLY 2

Adam D. Fledderman, C.P.M.
October 2, 2019
Respectfully Submitted to: Dr. Scott Dickenson
Author Note
This research was written to satisfy Key Topic Explanation for
Module Seven of the course
BUSI 650 Operations Management
Key Topic Explanation
Kanban originated in post-World-War II Japan; as the Japanese
economy began to grow in alignment with the rebuilding of the
nation, it was evident to the practitioners of manufacturing that
the countries limitations for real-estate and manufacturing
footprints would be a disadvantage into the future (Tagaduan,
2009, 1). The use of systems to maximize the value brought by
all aspects from the organization, from production lines, spare

parts, and manufacturing associates is a critical component in
Kanban and the Toyota Production System, although the Toyota
production system brought these concepts to the forefront and
provided validation for the use of the ideas to the western
business world, the basis for Kaban is deeply rooted in
Japanese culture. Due to its status as an island nation with
limited space and limited natural resources, Japan historically
faced an imbalance in international trade in the procurement of
resourced to fuel production, as a result of this imbalance
Japanese goods previously had been economically
disadvantaged thus limited export potential, furthering
imbalanced the playing field in international trade (Tagaduan,
2009, p. 554)
Introduction
How Kanban/JIT is Used
On the surface, the implementation of Kanban/JIT can increase
productivity, limit inventory levels, eliminate waste,
effectively use company financial resources, and positively
impact cash flow, revenue, and profit margin.
When dissecting Kanban/JIT as segments of the Toyota
Production System, it is crucial that organization leadership

fully understands the conceptual scope. The workforce must
understand it as a way to grow efficiency and effectiveness. It
must be communicated is a culture that must be adopted and
lived at all levels of the organization. Not just on the plant
floor, and by individual contributors in the professional
disciplines, this concept must be embraced from the top-down,
from the CEO to the janitor. As a core concept of the Toyota
Production Concept, Kanban helps to utilize the abilities of the
workforce entirely. Kanban should create opportunities for
associates on all levels to display their talents, with the ability
to succeed and advance on their merits and the value they bring
the organization (Tagaduan, 2009, p. 554). While leadership
and stakeholders may see the elimination of waste from the
manufacturing process as a gain in profit, they must also
recognize an increase in worker productivity and satisfaction in
their work. Workers seldom see the benefit in an effort that
results in no gain for themselves or their organization; the
elimination of waste makes the associate's actions more
productive, and their results more beneficial.
Interest in Topic
Having spent my career in supply chain and procurement, I
have become fascinated with the concept of elimination of
cost. Cost eliminations that I have pursued were not only from

the price of the product but also the process used to
manufacture it. One of the most powerful tools that I have
witnessed is the use of the Toyota Production Systems,
specifically Kabana ad JIT. Through the elimination of waste
and improved utilization of associate abilities, manufacturers
can expect to see an increase in the quality of goods produced
and a decrease in the cost of goods sold. As a result, the price
that the product enters to market with can be decreased, if
found to be beneficial to grow sales through pushing the
market, rather than reacting to the pricing dictated by
competitors. The lower cost to produce can enable the sales
force to be more aggressive with selling pricing, or to allow for
a premium price, and while possibly not increasing sales at a
higher rate may grow profit margin organically, and grow sales
through a higher perception of quality.
Comparison
The optimization of inventory levels is a vital principle of
Kaban and the Just-in-Time system. These systems rely on
correct lead times from suppliers to appropriately fill stock
rooms to support production. The use of JIT is often seen in
conjunction with Kanban. The collaboration of systems
provides the best user knowledge to feed the adjustments to
inventory levels as production volumes ebb and flow with time

(Liberty University, 2017, p. 225). The use of Kaban can
optimize inventory levels in the JIT environment to prevent
bottlenecks by identifying the stages in the process that have
experienced previously hire scrap or fall out. Using Kaban to
accurately calculate the needed stream of product, starving of
production can be prevented (Liberty University, 2017, p. 66).
How Kaban and JIT can affect the make-to-stock, or make-to-
order products can vary.
With the implementation of a Kaban System or higher Toyota
system, the result will be the lessening of inventory and waste,
the improvement or production, and the ability to better use
financial resources. The calibration of the benefit of the
implementation of these processes will fall upon the Finance
Department. As there will be an anticipated benefit to the
investment of time, resources, and employee morale, it will be
critical that a clear understanding of inventory and financial
allocation levels are accounted for before, during (at key
milestones), and at the realized implementation of the process.
The result, and hopefully benefit of these efforts will be
captured and aggregated by finance, this allowing for
recalculation of overhead and labor rates through the
manufacturing process, and a realization of a lower cost of
goods sold, and higher profit margins.

The internal customer of the supply chain and operations will
see benefits from the implementation of Kanban and the Toyota
System, the elimination of waste will allow for a higher level
of quality to be produced, this should, in turn, decrease internal
demand on the inspection and rework function, which may
allow for re-direction of these assets to bring value to other
areas of the business.
Article Summary
In his article, Tagaduan (2009), discusses the process in which
Toyota developed the Toyota Production System and perfected
their use of Kanban and JIT inventory. Previous attempts had
been made by Toyota to mimic the successful production
methods of Ford Motor Company. Although benefit was
gained, full-scale matching of the efficiencies of Ford was not
realized. The developer of Kaban had studied the work
previously completed by their forbearers and found that these
projects had failed to address inventory levels as a segment of
efficient manufacturing. This allowed for a focus of their
study on reducing inventory to bring value (Tagaduan, 2009,
1).
The general findings of Tagaduan are in line with the findings

from Meredith and Shafer in the text. However, there is a
difference in the approach to the topic. Tagaduan focuses on
the use of the tool as a way to optimize inventory and impact
the ability of production to contribute to the revenue and profit
of the organization, while Meredith and Shafer focus more on
the fundamentals of the concept with examples of how it may
be used to bring benefit
Before the invention of the Kaban system, the
restrained ability to carry inventory due to particular
limitations had been acknowledged as a standard and accepted
limiter to manufacturing. This often forced many Japanese
organizations to produce in a job shop or batch processing
model (Tagaduan, 2009, 1). This limited potential production
volumes, and also set market prices much higher than could be
afforded by the general populous, and served as a strict barrier
to growth and innovation. Tauchi Ohno and Shiega Shingo, in
efforts to improve production at their employer, The Toyota
Motor Company, developed a system based on the exchanged of
cards for goods from inventory and other cards which triggered
insufficient inventory levels that would initiate production,
thus manufacturing cells that produced components and
subassemblies could only produce product if they were granted
authority by the possession of a Kanban card (Tagaduan, 2009,
3-4). The core belief in this system is only to produce what is

needed when it is required. The use of Kanban will prevent
overproduction of inputs, which will then reduce the use of
space on non-value adding inventory, allow for manufacturing
personal to be redirected to other functions, and prevent the
over the ordering of raw material and other inputs from outside
third party suppliers.
Tagaduan does not contribute time in his paper to the
Theory of Constraints, while Meredith and Shafer draw
attention ot it, and its rule in the utilization of Kaban and JIT
in the manufacturing process. By acknowledging constraints
and building systems to improve organizations can make great
strides.
Biblical Integration
The bible gives us many guidelines on wastefulness and its
perils. In proverbs 21:20, we are told, "Precious treasure and
oil are in a wise man's dwelling, but a foolish man devours it."
And in Ephesians 5:15-17 we see that God wants us to be
deliberate and impactful with our efforts "Look carefully then
how you walk, not as unwise but as wise, making the best use
of the time because the days are evil. Therefore do not be
foolish, but understand what the will of the Lord is.". The
concepts involved in the Toyota Production System, Kaban,

and JIT are holistically aligned with God's desire for us to be
diligent stewards of the resources that he trust us with. The
principles of the Toyota Production System that lead to the
invention and widespread adaption of the Kanban inventory
management process have significantly impacted the ability of
an organization to improve internal efficiency through the
concise and deliberate management of inventory levels and
production triggers. The system is based on the root of
understanding the processes and ability of the organization and
improving the gaps and growing the strength even further. The
core of the Kanban and Toyota system have spurred a culture of
continuous improvement in all types and functions of business,
not only manufacturing. The culture of analysis and
challenging why things are done in an attempt to eliminate
waste has resulted in the ability of organizations to streamline
production, minimize inventory, and maximize output and
value.
Application
It is critical that when implementing a Kaban system, the
implementing party shall be cognizant of supplier lead-times,
inventory programs, and safety stock levels (Liberty
University, 2017, p. 8). These are all inputs that define the
availability of the product, any miscalculation to the Kanban

function could result in inventory levels that could starve
production, risking costly downtime. However, if these levels
are miscalculated, they could provide much higher inventory
levels than needed. Using Kaban as a method to regulate and
predict inventory levels to optimally feed products can help
prevent the starvation of the production lines with a buffer
inventory that is large enough without wasting resources and
space (Liberty University, 2017, p. 66). Tagaduan (2009),
discusses the limitations that Japanese manufacturers face in
regards to the area for storage of stock and the constrained
availability of real estate for development as a leading
motivator in the development of the Kanban system (p. 2)
The use of an Enterprise Resource Planning system can interact
with the Kaban philosophy, often it is common that the ERP
system will be interfaced throughout the organization, with
demands of production sending signals to other departs to
trigger their production, resulting in the ordering of raw
material and components by the procurement function (Liberty
University, 2017, p. 16).
Annotated Bibliography
Danese, P., Romano, P., & Bortolotti, T. (2012). JIT production,
JIT supply and performance: investigating the moderating

effects.
Industrial Management & Data Systems
,
112
(3), 441–465. doi: 10.1108/02635571211210068
In this article the authors conduct a study to understand the
interactions between JIT supply practices and the JIT
production model. The authors found in the research that there
was a link between the two subset of JIT principles, and that by
linking together they can bring greater value to the
organization. Their research also found that if having to select
between the two the priority should be focused on JIT
production, as the value of finished good inventory is greater
than that of component and raw material inventory. The
authors state that to truly maximize effectiveness within the
organization the use of both is recommended. It was also
found that if an organization is to focus only on JIT production
principles that the supply chain should attempt to implement
introductory supply JIT concepts if possible to create a ready
supply base to support the new initiative.
Kumar, C. S., & Panneerselvam, R. (2006). Literature review of
JIT-KANBAN system.
The International Journal of Advanced Manufacturing

Technology
,
32
(3-4), 393–408. doi: 10.1007/s00170-005-0340-2
The authors deliver a literature review focusing on the
principles and benefits of the Kaban and JIT production tools
in this article. The initial phases of the article focuses on the
history and philosophy of the concepts, and how they have been
used to bring benefits to manufacturing. In addition the
authors also review the blocking mechanisms in the
implementation and use of Kaban, as well as possible
solutions. They further discuss the measurement of
performance of Kanban/JIT and how to insure the integrity of
the measurement.
Piplani, R., & Ang, A. W. H. (2017). Performance comparison
of multiple product kanban control systems.
International Journal of Production Research
,
56
(3), 1299–1312. doi: 10.1080/00207543.2017.1332436
In this article the author discusses the basis for the history
of Kanban control system and their impact on manufacturing as

a waste elimination and efficiency building tool. The author
highlights that in recent history attempts have been made to
further the Kanban concept as a manufacturing control system,
it is highlighted that much of the efforts and research around
these developments has been focused on the single stage
manufacturing process. Thus these systems are not fully
transferable to more complex environments. The author
conducted research on how new developments would perform
in regards to more complex product lines and manufacturing
operations, noting that adjustments in the concept would allow
for optimization and increase value in the process.
Sugimori, Y., Kusunoki, K., Cho, F., & Uchikawa, S. (1977).
Toyota production system and Kanban system Materialization of
just-in-time and respect-for-human system.
,
15
(6), 553–564. doi: 10.1080/00207547708943149
This article highlights the history and core principles of the
Kanban and JIT tools, and their place in the Toyota Production
system. The author highlights the origins of the tools, based on
the needs of the limited space at manufacturing firms during
post World War II Japan. The lack of space led to the creation

of tools and methods that would dedicate as much effort and
floor space as possible to the creation of value and profit for
the organization. As a result the use of Kaban and Jit to
minimize inventory and control inputs and outputs was born.
The authors further discuss that while the system aims to
eliminate waste it always provides what is needed for
production, not allowing the quest for savings to halt the need
to produce. The authors further discuss that Kanban and JIT
were designed with the original intention of respect for the
human and as a tool to enrich the professional lives of the
workforce.
Tagaduan, D. (2009). Kanban system used to optimize inventory
levels.
Lucrări Ştiinţifice :
Management Agricol,
6
, 1st ser.
In this article Tagaduan proposed the value brought to
contemporary manufacturing by the Kanban system. He
discusses the origin of the system as a component of the Toyota
Production System, and how it was a result of the quest to meet

the Productivity and outputs of the Ford Motor Company.
Tagaduan also discusses how the limited production space due
to constrained real estate supply of post-World War II Japan
made the need to increase productivity a matter of life or death
for organization. This demand fostered the culture of
continuous improvement that is synonymous with Japanese
companies. Tagaduan further discusses the contemporary use of
Kanban, allowing for optimizing inventory levels and feeding
production with a stable supply while minimizing the square
footage needed to inventory materials.
References
Danese, P., Romano, P., & Bortolotti, T. (2012). JIT
production, JIT supply and performance: investigating the
moderating effects.
Industrial Management & Data Systems
,
112
(3), 441–465. doi: 10.1108/02635571211210068
Kumar, C. S., & Panneerselvam, R. (2006). Literature review of
JIT-KANBAN system.
The International Journal of Advanced Manufacturing
Technology

,
32
(3-4), 393–408. doi: 10.1007/s00170-005-0340-2
Liberty University (2017).
Supply Chain Management
. New York, NY: McGraw Hill Create
Meredith, J. R., & Shafer, S. M. (2019). Operations and supply
chain management for MBAs.
Hoboken: Wiley.
Piplani, R., & Ang, A. W. H. (2017). Performance comparison
of multiple product kanban control systems.
,
56
(3), 1299–1312. doi: 10.1080/00207543.2017.1332436
Sugimori, Y., Kusunoki, K., Cho, F., & Uchikawa, S. (1977).
Toyota production system and Kanban system Materialization
of just-in-time and respect-for-human system.
,

15
(6), 553–564. doi: 10.1080/00207547708943149
Tagaduan, D. (2009). Kanban system used to optimize inventory
levels.
Lucrări Ştiinţifice :
Management Agricol,
6
, 1st ser.

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